Lean IT Foundation Syllabus

Transcription

1 Lean IT Foundation Syllabus December Version 1.06

2 1 Introduction Lean IT Foundation helps IT organizations to ensure that they provide their customers with the best possible services. Through understanding customer value, the processes that deliver this value, the way to manage performance, the way to organize and the required attitude and behavior, IT organizations are helped to develop a continuous improvement mind-set. Lean IT is complementary to all other best practice methods. This syllabus covers the Foundation level certification of the Lean IT Association. Further Lean IT qualifications are Lean IT Kaizen Lead, Lean IT Coach and Lean IT Leadership. The Lean IT Foundation is the entry level certification. This certification is mandatory for the other certifications. The primary purpose of the syllabus is to provide a basis for accreditation of people involved with Lean IT Foundation. It documents the learning outcomes of the Lean IT Foundation and describes the requirements a candidate is expected to meet to demonstrate that these learning outcomes have been achieved. The target audience for this document is: Lean IT Association Exam Board Accredited Training Organizations Persons seeking Lean IT Foundation certification This syllabus is the basis for the design of the exams and provides accredited training organizations with a more detailed breakdown of what the exams will assess. Details on the exam structure and content are documented in the Lean IT Foundation Exam Design. Number of questions 40 LITA Lean IT Foundation Exam Details Type of questions Multiple Choice, Scenario based Multiple Choice Pass mark 65% (26 of 40) Pass mark Accredited Trainer 75% (30 of 40) Exam duration in minutes 60 Open book No 2

3 2 Foundation Qualification 2.1 Purpose of the Foundation Qualification The purpose of the Foundation qualification is to confirm that a candidate has sufficient knowledge and understanding of Lean IT to support a Lean initiative within an IT organization. 2.2 Target Audience Any manager or specialist working in an IT organization can benefit from the insights provided by the qualification. 2.3 High Level Performance Definition of a Successful Foundation Candidate Upon completion of the training and examination related to this qualification, a successful candidate will be familiar with the principles of the Lean philosophy and in particular with the application of this philosophy within an IT-environment. Specifically the candidate should understand: The principles underlying the Lean philosophy The importance of understanding and delivering customer value The way Lean looks at processes and the waste within them How to measure performance and the key determinants of performance What the organizational requirements are when implementing Lean, including the use of visual management tools Which behavior and attitude is necessary for Lean to be successful within an IT organization The DMAIC problem-solving model How these Lean principles can be applied within an IT organization 2.4 Passing the Examination The requirements for the Lean IT Foundation certificate are: Evidence of participation in an accredited Lean IT Foundation training Successful completion of the Lean IT Foundation exam The pass rate of the exam is 65%. This means that 26 right answers are required to successfully complete the exam. 3

4 3 Learning Outcomes A classification widely used when designing assessments for certification and education is the Bloom s Taxonomy of Educational Objectives. This classifies learning objectives into six ascending learning levels, each defining a higher degree of competencies and skills. (Bloom et al, 1956, Taxonomy of Educational Objectives). This structured approach helps to ensure: A clear delineation in learning level content between different qualification levels Learning outcomes are documented consistently across different areas of the guidance Exam questions and papers are consistent and are created to a similar level of difficulty. The Foundation qualification examines learning outcomes at levels 1 (knowledge) and 2 (comprehension). Lean IT Foundation Learning Outcome 1. Knowledge 2. Comprehension 3. Application 4. Analysis Generic Definition from Learning Outcomes Know key facts, terms and concepts from the manual/ guidance Understand key concepts from the manual/ guidance Be able to apply key concepts relating to the syllabus area for a given scenario Be able analyze and distinguish between appropriate and inappropriate use of the method/ guidance for a given scenario situation Qualification Learning Outcomes Know facts, including terms, concepts, principles, tools and techniques from the Lean IT Foundation curriculum Understand the concepts, principles, and dimensions of Lean IT and can explain how these are applied. 4

5 4 Syllabus Areas The syllabus is presented by syllabus areas. This is the unit of learning which may relate to a chapter from the manual/guidance or several concepts commonly grouped together in a training course module. The following syllabus areas are identified. Syllabus Area Code Syllabus Area Title Weight % IN Introduction of Lean 25% CU Customer 10% PR Process 10% PE Performance 10% OR Lean Organization 10% BA Behavior & Attitude 20% PS Problem Solving / Kaizen 15% 5

6 5 Syllabus Note: References can be found in chapter 6 of this document. In the following tables, the key aspects of the Lean IT Syllabus are described. Syllabus Area Code IN Level Topic Syllabus Area : Introduction (IN) Primary References Know the historical development of Lean, the key principles underlying Lean and the dimensions for structuring Lean IT Specifically to recall: The historical development of Lean and the importance of the Toyota Production System The key principles underlying Lean: customer value, value stream, flow, pull, perfection The concepts of waste (muda), variability (mura) and overburden (muri) Classification of activities: Value-Add, Necessary Non-Value-Add, Non-Value-Add, particularly as related to specific IT activities like solving incidents, developing applications, testing Plan-Do-Check-Act cycle as the generic method for quality improvement Definition of Lean IT (Lean IT Association definition) Dimensions of Lean IT: Customer, Process, Performance, Organization and Behavior & Attitude Key players : Shingo Prize (show high level model and explain), Lean IT Association, author community Understand the following aspects dealt with in the Introduction Specifically to identify: 6

7 02 01 Lean principles: how these are related to one another Waste: ability to identify types of waste within an IT organization or process (TIMWOOD with Talent) The cost of poor quality and reasons for using Lean Principles to improve performance Types of activities: ability to define what IT activities fall into which category PDCA: ability to describe how the PDCA cycle works on the most basic level Relationship to other models and methods used within IT: understand where Lean IT differs from and complements other methods. The connection of Lean IT with IT service management is specifically investigated , 2.7 Syllabus Area Code CU Level Topic Syllabus Area : Customer (CU) Primary References Know the key components of the Customer dimension Specifically to recall: The Voice of the Customer (VoC) and the types of customers Types of customer value The concept of Critical to Quality (CTQ) Ways to analyze the Voice of the Customer Sources of continuous improvement opportunities: Voice of the Customer, Voice of Business, Voice of the Process, Voice of the Regulator 6.5 Understand the following aspects related to the Customer Specifically to identify: 7

8 02 01 Types of customer value and the factors that influence customer value The link between the Voice of the Customer and Critical to Quality How to construct a Critical to Quality tree 6.3 Syllabus Area Code PR Level Topic Syllabus Area : Process (PR) Primary References Know the key aspects of the Process dimension Specifically to recall: Definition of process and the basic processes in an organization Key components of a process: goal, result, input, throughput, output, customer, The concepts of Push and Pull, including justifiable inventory to ensure reduction of variation 7, The definitions of the SIPOC model The key aspects of a Value Stream Map (VSM), including the identification of waste in the VSM and adding metrics to the VSM The most important metrics in a process: Cycle time,takt time, Lead time, Waiting time, Changeover time, Work in Progress, Parallel Lines, Throughput, Capacity Value improvement in processes: possible sources of improvements including specifically heijunka and 5S The concepts of value demand and failure demand and the related value and failure streams 7.5, 7.6, 7.9, , 7.8, 7.10, , 7.14, Understand the following aspects of the Process dimension Specifically to identify: 8

9 02 01 Relationship of process (Value stream) with the other Lean principles 7.1, The difference between Push and Pull systems The steps for creating a Value Stream Map, using SIPOC and Value Stream Map Waste in a Value Stream Map, ability to identify the symbols for the TIMWOOD waste Explain the SIPOC and VSM using IT examples e.g. SIPOC: Software development, VSM: High level Change process (other examples are permitted) The difference between value and failure demand within IT 7.4 to Syllabus Area Code PE Level Topic Syllabus Area : Performance (PE) Primary References Know the key aspects of the Performance dimension Specifically to recall: Definition of performance, as compared to a result Definition and requirements for a key performance indicator (KPI) The concept of Process Cycle Efficiency (PCE) as a method for understanding time usage. Importance of time in an IT organization The goal of understanding the availability of skills and knowledge The combination of Performance indicators, Time and Skills & Knowledge to steer performance , Understand the following aspects of the Performance dimension Specifically to identify: 9

10 02 01 Relationship of performance with the PDCA cycle The key aspects of a KPI Why time is the most important production factor within IT The relationship of PCE with VSM The role of skills and knowledge in ensuring performance 8.5 Syllabus Area Code OR Level Topic Syllabus Area : Organization (OR) Primary References Know the key aspects of the Organization dimension Specifically to recall: Organizational requirements for Lean IT structuring for customer orientation, empowerment of frontline to act in delivery of value to customers and speed of communication through the organization The principle for organizing: customer orientation and speed of communication 9, , Goal of management to empower employees Concept and components of the performance dialogue Concept and goals of visual management including use of boards (day, week and Kaizen/ improvement) Explain the concept of Kanban and its role in visual management , , 9.7 Understand the following aspects of the Organization dimension Specifically to identify: Why organizations need to be customeroriented 9,

11 02 02 What the goal is of a performance dialogue The use of each of the visual management boards day board, week board and Kaizen/ improvement board 9.5 Syllabus Area Code BA Level Topic Syllabus Area : Behavior & Attitude (BA) Primary References Know the key aspects of the Behavior & Attitude dimension Specifically to recall: Characteristics of the Lean mindset, Empowerment of the individual to stop the production line (Jidoka/Andon), Types of Lean behavior, Quality at the source (First Time Right) The role of managers within a Lean environment role in welcoming problems Lean Leadership Go See, Ask Why, Show Respect. Go to the Gemba as concept for Go See Valley of despair in relation to people s expectations over time (Kubler-Ross) 10.1, , 10.2, Understand the following aspects of the Behavior & Attitude dimension Specifically to identify: The difference between behavior and attitude The difference between traditional management and Lean management The behavior and attitude required for successful use of Lean Behavior and Attitude in relation to expectations surrounding a change in way of working ,

12 Syllabus Area Code PS Level Topic Syllabus Area: Problem Solving / Kaizen (PS) Primary References Know the key aspects of Problem Solving / Kaizen Specifically to recall: Definition of Kaizen and Kaikaku as the two forms of improvement within Lean (continuous and step) Overview of steps in the DMAIC method Define phase: Definition of a problem Measure phase: Definition of a Pareto chart and its use Analyze: Definition of an Ishikawa (Fishbone) diagram and its use Analyze phase: 5 Why method for root cause analysis Improve phase: inputs for future state: VoC (Voice of the Customer), VoB (Voice of the Business), VoP (Voice of the Process), VoR (Voice of the Regulator) Control phase: explain Poka Yoke as a way to stop mistakes from happening, use examples e.g. checklists 11.8, , , , A3 method 11.6 Understand the following aspects of Problem Solving / Kaizen Specifically to identify: Which tools from the other dimensions are used in which phase of the DMAIC cycle Prioritization of improvement candidates through feasibility and impact in determining both which problems to solve with a Kaizen and which solutions to implement at the Improve step of the Kaizen 11.7, 11.8, 11.9, 11.10, 11.11, ,

13 6 Lean IT Foundation References Below is the reference that support the Lean IT Foundation Training. This publication is available free of charge. Reference Lean IT Foundation Publication and Glossary Authors: Niels Loader, Jeroen Janssen Available through the Lean IT Association website Optional reading for participants or trainers who would like to build more understanding, The following references are recommended: For detailed understanding of Lean Six Sigma tools: Lean Six Sigma Pocket Toolbook (chapters 1-4, 9) Authors: Michael L. George et al ISBN: Publisher: McGraw Hill For insights into how Lean can be applied within the IT environment: Lean IT, Enabling and sustaining Your Lean Transformation Authors: Steven C. Bell and Michael A. Orzen ISBN: Publisher: Productivity Press For a deeper understanding of Flow This is Lean Authors: Niklas Modig & Pär Åhlstrom ISBN: Publisher: Rheologica Publishing For background on the origins of Lean, we recommend: The Toyota Way Author: Jeffrey K. Liker ISBN: Publisher: McGraw Hill For more detail on the behavioral aspects of Lean, we recommend: Creating a Lean Culture Author: David Mann ISBN: Publisher: CRC Press For more information regarding the application of Lean to Services organizations: 13

14 The Lean Toolbox for Service Systems Author: John Bicheno ISBN: Publisher: PICSIE Books Note We recommend that an instructor studies the reference to create a more fundamental and deeper understanding. It is also suggested that instructors acquaint themselves with the optional references to create an attractive foundation level training. 14

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